1. What are some of the most significant developments you have seen in your field over the past few years?

Over the past few years, I have witnessed sustainability evolve from a largely compliance-driven function into a strategic driver of innovation, competitiveness, and long-term resilience. Perhaps the most significant development has been the growing recognition that climate action must be incorporated in science-based, measurable, and transparent decision-making.

One of the most transformative shifts has been the widespread adoption of life cycle thinking. Organisations are increasingly moving beyond assessing operational impacts alone to evaluating environmental performance across entire value chains through Life Cycle Assessment (LCA), Product Carbon Footprints (PCFs), and Environmental Product Declarations (EPDs) due to compliance and concern. This has enabled more informed decisions on material selection, product design, procurement, and investment.

Another major development has been the convergence of ESG reporting, climate disclosure frameworks, and net-zero commitments. Businesses are no longer expected merely to report sustainability metrics; they are expected to demonstrate credible transition plans supported by data, stakeholder engagement, and measurable outcomes.

In the built environment, I have seen growing momentum towards circular economy principles, resource efficiency, low-carbon construction materials, and sustainable built infrastructure. My own work has focused on advancing these transitions through research, consulting, capacity building, and the development of practical tools that help organisations quantify environmental impacts and identify opportunities for emissions reduction.

At the same time, I believe one of the most encouraging developments has been the increasing collaboration between academia, industry, governments, and civil society. Addressing climate change requires interdisciplinary approaches and collective action rather than isolated solutions.

Looking ahead, I see the next phase of sustainability being driven by the integration of digital technologies, artificial intelligence, quality environmental data, and systems thinking. The challenge is no longer understanding what needs to be done, but accelerating implementation at scale while ensuring that the transition remains equitable, economically viable, and scientifically robust.

2. In your view, what are the biggest challenges organisations face when working with environmental or sustainability data?

In my view, the biggest challenge organisations face is not the lack of relevant environmental data, but the ability to generate data that is accurate, consistent, and decision-useful.

Through my work in Life Cycle Assessment (LCA), net-zero strategy, ESG, GHG accounting, and Environmental Product Declarations (EPDs), I have found that many organisations possess large volumes of operational data, yet much of it is fragmented across departments, inconsistent in quality, or difficult to verify due to lack of coordination.

Another significant challenge is obtaining reliable Scope 3 data. Since environmental impacts often occur outside an organisation's direct operations, collecting reliable supplier and downstream data remains most resource-intensive aspects of sustainability assessment.

A further challenge is the rapid evolution of sustainability standards, reporting frameworks, and regulatory requirements. Organisations are expected to align with multiple frameworks while ensuring that their methodologies remain scientifically robust, transparent, relevant, and comparable.

Equally important is the shortage of professionals who can translate environmental data into strategic business decisions. Sustainability should not be viewed as a reporting exercise, but as a tool for improving operational efficiency, reducing emissions, managing risk, and creating long-term value.

I believe the organisations that will lead the transition are those that invest in high-quality data management systems, digital technologies (AI & Automation), capacity building, and cross-functional collaboration. Environmental data has immense potential, but it’s true value lies in transforming information into credible, science-based decisions that accelerate the journey towards a low-carbon and circular economy.

3. What key message or insight do you hope participants will take away from your session at ISC2026?

The key message I hope participants take away is that the true value of Life Cycle Assessment (LCA) lies not in generating data, but in using that data to drive meaningful decarbonisation and business transformation. While many organisations have begun measuring their environmental impacts, the real challenge is translating those insights into practical, cost-effective strategies that reduce emissions, improve resource efficiency, and strengthen long-term competitiveness.

Through this session, I aim to demonstrate how LCA can evolve from a technical assessment tool into a strategic decision-making framework—guiding product design, material selection, manufacturing processes, supply chain optimisation, and investment decisions. I also hope participants will appreciate the role of Environmental Product Declarations (EPDs) in building transparency, credibility, and business confidence.

Ultimately, I want attendees to leave with the confidence that life cycle thinking is not just about understanding environmental impact categories, but it is about turning robust data into actionable strategies that enable organisations to achieve measurable outcomes towards decarbonisation, circularity, and net-zero ambitions.